The Power of Diversity: Multiple Generations Working Together


By Jennie Hollmann, PhD, Caliper Corporation


Five generations are now represented in the workforce for the first time. Much is being written, hypothesized, and researched about the dynamics of each generation as well as how to manage them. Employers are con- cerned about how to attract, recruit, and retain younger workers, how to pass infor-


The Magazine 2 5.2017


mation from one generation to the next, how to keep older workers in the game, and how to communicate with those of different generations. People are noticing and asking good questions. The melding of this suddenly diverse workforce could fundamentally change how we work together and take our desired business outcomes to another level.


In order to effect change that drives strategies and achieves results, it is critical that components of the organization work harmoniously to support the desired outcomes or strategies. For example, if it is important for a company to promote diversity—be it across generations or another demographic—it is critical that the leadership group embrace diversity, that teams and work groups reflect diversity, and that policies and procedures guard against discrimination.


What does this mean in terms of looking at generations in the workforce? Do we envision a need to capitalize on the strengths and benefits of five generations in order to achieve the company’s intended objectives? If yes, then the implications for how we lead (as well as how we design our company and the systems we employ) will matter. When we focus on the behaviors we want in an organization, we can start getting concrete about how we will get there.


Send a Clear Message To harness the power of multiple generations, lead- ership will need to be clear about its message and embrace the unique strengths of each generation. Everything from rewards to technology systems may need to be tweaked in order to reflect expectations and respond to the needs of a diverse workforce.


Perhaps younger generations are more comfortable using technology to teach themselves new skills and are more engaged with short training exercises and targeted developments. Teams comprised of those from different generations and varied responsibilities might allow people to contribute in unique ways and lead to increased collaboration and innovation.


Harnessing Potential Conflict So, does this multigenerational workforce that pulls from many different directions create conflict? Can we capitalize on the conflict—or vital tension—to increase productivity and creativity? Could this inherent con- flict be beneficial to organizations?


While conflict can be draining, it can also bring to light weaknesses within an organization, group, or team. By focusing on the source of the conflict and avoiding making it personal (You wouldn’t understand because you are from a different generation), there is the potential to look at situations differently, generate increased creativity and innovation by considering various ideas, encourage collaboration and teamwork, and ensure that decisions align with the organization’s goals and strategies.


According to a Fortune magazine article, “The Workforce of the Future: Older and Healthier,” more than 13 mil- lion workers will be 65 or older by 2022. That’s up 7.3 million from 2012. Currently, more than one-third of the U.S. workforce is made up of baby boomers. What


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